Employee involvement

Xem 1-20 trên 51 kết quả Employee involvement
  • Chapter 9 - Decision making and employee involvement. Chapter learning objectives: Diagram the general model of decision making, explain why people have difficulty identifying problems and opportunities, identify three factors that challenge our ability to choose the best alternative, outline the causes of escalation of commitment to a poor decision, outline the forms and levels of employee involvement, describe sociotechnical systems theory recommendations for more successful self-directed work teams.

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  • (BQ) Part 2 book "Human resource management" has contents: Career development, strategic aspects of employee relations, employee involvement, equal opportunities and diversity, grievance and discipline, strategic aspects of reward, ethics and corporate social responsibility, information technology and human capital measurement,...and other contents.

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  • Every management guru seems to have a new philosophy and a new set of initials he or she swears will revolutionize your company. The management fads of the last 20 years or so seem to have about a three-year half life before they start to fade away, but before their last spark, another one pops up with an accompanying new guru. There is no shortage of gurus or new acronyms, and for $1000 per day (and sometimes much more), they are happy to share their fervor with you. You spend your money and your employees' time, and a week later, you would never know you had been host to the guru-du-jour.

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  • After reading chapter 8, you should be able to: Identify the activities involved in performance management, discuss the purposes of performance management systems, define five criteria for measuring the effectiveness of a performance management system,...

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  • After reading this chapter, you should be able to: distinguish between involuntary and voluntary turnover, and discuss how each of these forms of turnover can be leveraged for competitive advantage; list the major elements that contribute to perception of justice and how to apply these in organizational contexts involving discipline and dismissal;...

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  • Total quality management, now a well known idea, is a philosophy of management for continuously improving the quality of products and processes. The idea is that the quality of products and processes is the responsibility of everyone who is involved with the development and/or use of the products or services. TQM involves management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations.

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  • This module is one of six developed as part of a project involving the production of human resources management tools for use in the cultural sector. A second project involved the production of a report on Best Practices in human resources management in the cultural sector.

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  • Hiểu được hoạt động của tổ chức Công đoàn Biết được nội dung chính và quy trình ký kết Thỏa ước Lao động tập thể (Collective Agreement) Biết cách giải quyết tranh chấp lao động Biết được các hình thức thu hút công nhân tham gia quản lý doanh nghiệp (Employee Involvement Programs) Sự khác biệt trong quan hệ lao động quốc tế

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  • Planning involves selecting a course of action and specifying how the action will be implemented. The first step in planning is to identify the various alternatives. Next, the alternative that does the best job of furthering the organization’s objectives is selected. Management’s plans are usually expressed in budgets. Typically, budgets are prepared annually under the direction of the controller, who is the manager of the accounting department.

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  • Financial accountancy (or financial accounting) is the field of accountancy concerned with the preparation of financial statements for decision makers, such as stockholders, suppliers, banks, employees, government agencies, owners and other stakeholders. Financial capital maintenance can be measured in either nominal monetary units or units of constant purchasing power. The central need for financial accounting is to reduce the various principal-agent problems, by measuring and monitoring the agents' performance and thereafter reporting the results to interested users.

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  • In certain countries the Company also provides postretirement benefits other than pensions to various employees. The cost relating to such plans consists of the present value of the benefits attributed on equal basis to each year of service, and interest cost on the accumulated postretirement benefit obligation, which is a discounted amount. The transition obligation is being recognized through charges to earnings over a twenty-year period beginning in 1993 in the US and in 1995 for all other plans.

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  • “Creating value through values” is the credo of today’s management accountant. It means that management accountants should maintain an unwavering commitment to ethical values while using their knowledge and skills to influence decisions that create value for organizational stakeholders. These skills include managing risks and implementing strategy through planning, budgeting and forecasting, and decision support. Management accountants are strategic business partners who understand the financial and operational sides of the business.

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  • Các mẫu thư tiếng Anh sử dụng trong quản lý nhân sự - NOTIFY EMPLOYEE OF APPRECIATION FOR DEDICATION AND EXTRA-CURRICULAR INVOLVEMENT

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  • The purpose of the Organization Pillar is to provide tools and capability to deliver behaviors which support achieving the compelling business need, leveraging 100% employee involvement and zero defect mentality.

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  • For some small businesses, the security of their information, systems, and networks might not be a high priority, but for their customers, employees, and trading partners it is very important. The term Small Enterprise (or Small Organization) is sometimes used for this same category of business or organization. A small enterprise/organization may also be a nonprofit organization. The size of a small business varies by type of business, but typically is a business or organization with up to 500 employees.

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  • In a free-enterprise, private-property system, a corporate executive is an employee of the owners of the business. He has direct responsibility to his employers. That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to their basic rules of the society, both those embodied in law and those embodied in ethical custom. Of course, in some cases his employers may have a different objective.

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  • There is no “silver bullet” or specific set number of factors that makes the worker an employee or an independent contractor. Nor does any one factor stand alone in making the determination. The IRS will look at the entire relationship to determine the extent of the right to direct and control work done. If you are determined to be an independent contractor and therefore are self- employed, you will need to pay a 15% self-employment tax which will cover your Social Security and Medicare required payment. ...

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  •   The  overall  organizational  structure  of  the  Port  Authority  is  heavily  concentrated  in  senior and middle management.  This structural characteristic in large part is driven by  the  long‐tenured nature  of  the  employee workforce  that has  been promoted  based  on  seniority  and  not  necessarily  merit.

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  • From  2006  to  2010,  total  gross  compensation  at  the  Port Authority  grew  from  $629.3  million  to approximately $749.3, respectively.  Of  this amount, base salaries grew  from  $507.6  million  to  $581.1  million,  a  compounded  annual  growth  rate  of  only  2.7%.   However,  other  amounts  of  compensation,  (i.e.,  “add‐on”  compensation)  such  as  pay  associated with the vacation exchange program and certain longevity programs grew by  compounded annual growth rates of 10.6% and 5.

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  • This definition captures the spirit of the concept as originally proposed by the World Commission on Environment and Development, and recognizes that economic development must meet the needs of a business enterprise and its stakeholders. The latter include shareholders, lenders, customers, employees, suppliers and communities who are affected by the organization’s activities. It also highlights business’s dependence on human and natural resources, in addition to physical and financial capital.

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